Page 24 - KZN BUSINESS SENSE Vol.2 NO.6

Disobliging bEhaViour unDErminEs stratEgY ExEcution

Musa Makhunga, management. In most cases, the hinder strategy execution success. implementation. and practices, which supports
Managing Director, closest strategy sessions come to in successful strategy execution
HR Matters (Pty) Ltd discussing behaviour and practices, Once a set of shared behaviours Practices are an integral part of requires serious investment in terms
is when participants draw up a list are defined and agreed to, this behaviour in the sense that they of time, resources, leadership and
t’s that of values required to underpin the has to be translated into everyday inform attitude towards goals and management commitment.
time of the strategy without delving into what practices to the extent that it objectives and thus influence the
Iyear when behaviours and practices should feels awkward for anyone to do extent to which someone or a group Generally, behaviours and
individuals be modified or adopted to ensure otherwise. This is achieved through of people would on their own face practices if not modified and
and success. It is therefore not surprising realising that no change in strategy the rigours of strategy execution. aligned to the new strategy, would
organisations that values are often not translated would succeed where there is no Practices turn the theoretical kill it even before it is launched.
look back at into to day-to-day behaviours. simultaneous change in behaviour strategy into an everyday reality Needless to say, with zero return on
the year that and practices. for everyone. Practices include the investment made in crafting it.
is just about If culture means shared patterns talent acquisition, development, Strategy owes its flawless execution
ended to of behaviour one would expect If the environment is negative, remuneration, recognition, to individual and organisation
identify areas that when people strategise, ill disciplined and unsupportive promotion, demotion (restorative), behaviour and practices that are
to focus on in the new one, resulting enough attention would be paid to there is no way any form of cutting on/off boarding, and engagement, aligned and supportive of the new
in many an organisation taking defining a set of behaviours and edge strategy would succeed. fair and lawful policies. vision. 
time out for strategy development practices that would support their This applies to individuals as
and planning. For most individuals strategy and critically assess and well; great New Year’s resolutions Like any other process designed to Mobile: +27 83 251 6704
New Year’s resolutions are loosely evaluate prevailing behaviours and require a certain set of behaviour positively impact the bottom line, musa@hrmatters.co.za | www.hrmatters.co.za
made whilst for a select few, they interactions, which would help or and practices for success in instilling a culture, as in behaviour
too do take time out with their
coaches to rigorously set clear goals
for the year ahead.
These efforts result in well-
documented strategy plans
developed on the back of tried
and tested strategy formulation
models. However, it is a well-
researched and documented fact
that in the majority of cases these
strategies do not see the light of
day. Of all reasons advanced for
this failure, which may include
change in customer needs,
technological advances, leadership
and ownership, and resource
constraints, the one that stands
out, which is totally avoidable is
culture in the form of disobliging
behaviour and misaligned practices.
Given that strategy involves
developing a view of the desired
end, deciding on how to attain this
in terms of systems and processes,
ethical standards required for
guaranteed success, goals and
determining requisite actions
to achieve goals, it is clear that
success of strategy execution is
dependent on supportive behaviour
and practices. It is chiefly for this STAY ON COURSE
reason that organisations that are
successful in strategy execution WITH A MAZARIAN
do so on the back of supportive
behaviours and practices.
We understand that culture is
shared patterns of behaviours Navigating through stormy business is like Consider us your reliable crew buddy. We fit
and interactions which great sailing a racing yacht: how fast and controlled in with the team and at the same time are not
organisations proactively define,
develop, nurture and pay attention you can take the gybes depends on your afraid of taking the helm. We advise you on
to. They understand their success handling skills, tactics, consistent picking the right side of the course and
hangs on how each person at every
level of the organisation behaves performance, decision making and the support unruffled decision making. Most
and interacts with others on a reliability of your crew. importantly, we enjoy the ultimate race
day to day basis to attain strategic
goals. It is these sets of behaviours with you.
and interactions, which if left
unchecked, undermine the best
of individual and organisation
strategies.

Why do we allow behaviour and registered auditor – a firm of chartered accountants(sa) Detailed information available on www.mazars.co.za
practices to undermine strategy audit • taX • adVisorY Contact your nearest Mazars office on 0861 MAZARS
execution? Is a question, many an
individual or organisation ought
to ask as influencing behaviours
and altering interactions could
be done with ease through
effective leadership and efficient

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